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| Criterion |  Product Strategy Product Vision Board |  Product Strategy SMART Goals |  Business Strategy McKinsey 7S |  Product Strategy OKRs |
|---|---|---|---|---|
Purposedifferent | When a product needs a shared direction, it connects target audience, benefit, and business picture in a clear vision. It makes the envisioned future legible for the team. | When goals are formulated too generally, it brings measurability, direction, and timing into shape. It prevents intentions from staying without clear verification. | McKinsey 7S checks whether Strategy, Structure, Systems, Shared Values, Skills, Style, and Staff fit together. Organizational misalignments become visible across multiple levers as a result. | When strategic direction needs to become measurable, it connects ambition with checkable results. It makes goals connectable to focus and review. |
Complexitydifferent | Low | Low | Medium | Medium |
Timedifferent | 1-2 h | 15-30 min | 2-4 h | 1-2 h Setup |
Participantsdifferent | 2-8 | 1-8 | 3-12 | 2-20 |
Formatdifferent | Workshop + async | Workshop + async | Workshop | Workshop + async |
Outputdifferent | Product Vision Board, Vision Statement, Assumptions and Validation Questions | SMART Goal, Measurement Note, Deadline | 7S Assessment, Alignment Gaps, Change Actions | OKR set, Measurement plan, Review cadence |
Tags1 shared | VisionCanvasStrategyAlignment | GoalsPlanningMeasurementAlignment | OrganizationStrategyAlignmentChange | GoalsAlignmentOutcomesMeasurement |